From yesterday’s mailbag:
Question:
How do you bring in a new team member to an existing team?
Response:
Kurt pointed out (in a comment to yesterday’s post) that the job of bringing on a new team member begins long before the arrival date.
That being said, I believe the new team member is already on site. Now what?
This rite of passage for the new team member is a group issue. It needs to be dealt with by the group. It is up to the manager to create the environment for a positive discussion. The initial topic will be to introduce the new member. And I mean a proper introduction, at a regular team meeting.
What is the previous work experience, what positive qualities were identified during the recruiting process, what role this new person will play? These are all great questions to answer in the introduction.
Subsequent team meetings should provide discussion on Getting Things Done and focus on skills and talents that each team member brings to the table. Part of the discussion should be on the diversity of skill, talent, attitude and energy that will be required from the team as a whole.
I want to create these positive conversations in public with the team rather than allow private pairing conversations to occur at the water cooler. -TF
We recently hired a new superintendent. He worked for one of our customers who had laid him off due to the lack of work. His knowledge in construction is HUGE and he can tell our customers what needs to be done to make our jobs go smooth and efficient. My Dispatcher had a problem when he came on board, because she dealt with him direct on his last job. He is very demanding, but he will get the work done and the crews know that he is out there to keep an eye on them. I had to tell my Dispatcher (of 9 years) that if she could not work with her new manager that she should seek employment elsewhere. She was not prepared for that as I’m usually the “nice guy”. In the week that she and I spoke, her attitude and team involvement has made an about turn. This worked for me.
Rick,
One of the most important things you did was to support the authority of the new manager. Sometimes, in an effort to be tactful or “nice,” we undermine the position of new managers.
You were direct and clearly stated the consequences of not giving this new manager a chance.